Growth strategy case studies are only useful when they show what changed, by how much, and what decision created the result. Vivaldi builds growth strategies with outcomes a CFO can audit: TrueBlue’s stock price doubled following Vivaldi-led brand unification, Schlumberger’s rose 34% following post-acquisition messaging work, and Procter & Gamble captured $2.7 million in annual savings from a single commercial strategy. The 10 case studies below are for business leaders, CFOs, strategists, and other decision-makers who need proven growth moves tied to measurable financial outcomes, not borrowed anecdotes. They span staffing, energy services, consumer goods, spirits, financial services, and healthcare, covering brand unification, post-acquisition messaging, sales force deployment, market segment targeting, brand repositioning, portfolio realignment, licensing strategy, and customer journey mapping. Each entry names the number, the problem, and the mechanism that connected them.
Growth strategy roundups usually celebrate companies the author has never worked with. This list has a stricter admission rule. Every engagement below is Vivaldi client work, and wherever a result was measured, the number leads the entry. No admiring from the outside. Client work, with receipts.
That standard matters because growth strategy is the question behind where the next dollar of growth comes from, and the field is crowded with vague success stories that never show cause and effect. A doubled stock price, a 14-point share gain, and $2.7 million in recovered margin are not vibes. They are the difference between a strategy and a slide.
Looking for your next growth lever? Explore Vivaldi’s growth strategy practice, or talk to us about where the untapped value sits in your business.
How to read these numbers
Three notes before the list. First, the stock price cases use “following the work” language on purpose; markets move for many reasons, and honest attribution is part of the discipline. Second, some outcomes are realized and some are modeled; Hartmann’s figures are projections from the engagement, and they are labeled as such. Third, watch the range of levers at work here: brand architecture, sales force deployment, licensing, segment strategy, portfolio design. Growth strategy is not one tool. It is knowing which tool the situation demands
The growth strategy case studies
1. TrueBlue: stock price doubled after five brands became one
TrueBlue’s stock price doubled following Vivaldi-led brand unification of its five acquisitions. The staffing company had built an integrated workforce solutions platform that clients, candidates, and investors could not see behind a fragmented portfolio, so the market underpriced it; unifying the brands made that platform easier to understand as a driver of business growth and clarified a competitive advantage rivals would struggle to copy. A unified positioning framework, naming architecture, and internal alignment program got teams on the same page, which helped the new architecture support retention and cross-selling.
2. Schlumberger: a 34% stock price increase post-acquisition
Schlumberger’s stock price rose 34% in the period following Vivaldi’s post-acquisition brand and messaging work. Seven newly acquired divisions were telling seven different stories, and the company needed one growth objective after the acquisitions rather than separate divisional narratives, while neither investors nor clients could price the combined company’s strategic value. Vivaldi built customized messaging frameworks for each division under one corporate narrative, designed to work across investor relations, client communications, and internal alignment, which also clarified the company’s market position for investors and clients.
Read the Schlumberger case study
3. Procter & Gamble: $2.7 million a year recovered from unsalables
$2.7 million in annual savings, 75,000+ incremental retail facings, and improved supply chain performance across 100+ retail accounts. P&G was leaking value through damaged, expired, and returned products across its distribution network. Vivaldi’s technology-enabled sales force strategy used a revenue-driver lens, including pricing strategy where value leakage was highest across accounts, to point account teams at the retail accounts where unsalables cost the most and to protect existing revenue sources. Digital technology and analytics improved how account teams prioritized customer interactions.
Read the Procter & Gamble case study
4. Hartmann: a projected 14-point share gain in a declining business
A projected 7.2% CAGR in sell-in growth and a 14 percentage point market share gain. Hartmann was being squeezed in the German incontinence category between premium competitors and price fighters, with a weak growth rate and no differentiation at the touchpoints that decide the sale. Vivaldi mapped the customer journey, prioritized target groups and customer segments, defined marketing actions at specific touchpoints, and modeled the revenue impact of each. Better customer experience at those decisive touchpoints can also increase willingness to pay more, turning decline into an evidence-backed reversal plan that helped prioritize growth opportunities based on modeled impact.
5. Jose Cuervo: defending leadership in a premiumizing category
Jose Cuervo held dominant share in global tequila while customer preferences shifted toward premium, craft, and provenance, the kind of leadership that erodes quietly. Vivaldi co-developed the right growth strategy to remain competitive as the category premiumized, combining market forecasting, brand repositioning rooted in heritage and premiumization, and portfolio realignment to evolving demand. The work secured a defensible leadership position in global tequila with a clearer business growth strategy and a roadmap for continued expansion.
Read the Jose Cuervo case study
6. Caterpillar: turning industrial equity into consumer revenue
The CAT brand carried equity far beyond construction sites, and Caterpillar needed to monetize it in a way that created annual revenue potential without diluting it. Vivaldi’s global licensing strategy identified footwear, apparel, and accessories as the categories where rugged durability translated, expanding into a complementary business while using governance guidelines and partner criteria to protect the core brand. The framework built a sustainable licensing business generating incremental revenue and broader consumer brand awareness, designed to grow revenue without weakening the industrial brand’s existing market position.
Read the Caterpillar case study
7. Citigroup: building Women & Co for the female wealth segment
Citigroup saw women’s growing economic power as wealth holders and decision-makers, and had no coherent strategy to serve it, targeting new customer segments within wealth management. Vivaldi built the Women & Co strategy around segment insight, product innovation, and experience design, combining acquisition of a new customer with deeper service for the existing customer base rather than bolting it onto core Citigroup capabilities. The platform attracted new clients and influenced product and service design across Citigroup, supporting customer acquisition and longer-term customer retention along the way.
Read the Citigroup Women & Co case study
8. Medical One: an operating plan for German aesthetic medicine
Medical One competed in a fragmented German aesthetic medicine market where customer expectations were rising faster than anyone’s differentiation, increasing the need to achieve growth in a more disciplined way. Vivaldi anchored the brand in the moments of truth along the patient journey, validated the positioning routes, and translated the insights into operational implications, including customer success across sales and service touchpoints. The result was an integrated growth plan spanning sales, call centers, and cosmetic consultants, positioning Medical One for sustained leadership through more consistent customer interactions.
Read the Medical One case study
9. American Kennel Club: growth beyond the purebred community
The AKC’s base of purebred enthusiasts was deep and narrowing, and it needed growth opportunities outside its traditional base while younger owners chose rescues and mixed breeds in growing numbers. Vivaldi combined quantitative brand tracking across the dog-owning population with qualitative research into new owner segments, locating where the brand’s equity resonated and where it did not, and clarifying market development paths beyond the existing market. The study gave the AKC a clear strategic direction for growth beyond its traditional purebred community, aimed at a new market of younger dog owners rather than only serving loyal customers in the legacy audience.
Read the American Kennel Club case study
10. Welbilt: rewriting the recipe for growth in foodservice equipment
Welbilt manufactures commercial foodservice equipment, a business where growth is engineered through categories and channels rather than campaigns, which requires strategic thinking about where to find the next revenue growth. Vivaldi developed the growth strategy for the commercial foodservice equipment manufacturer, rewriting the recipe for how the company expands. The work evaluated growth levers within existing products and adjacent moves rather than relying on campaigns alone.
More growth strategy work
The case study library runs past any top 10. Readers who practice growth cases in a case interview setting often use the same structure to analyze examples like these, because growth strategy cases and broader growth cases tend to follow repeatable strategic logic. In a growth strategy case interview, a candidate at a consulting firm is usually expected to clarify what the growth strategy case asks, and that growth strategy case step typically starts with defining the objective before testing options. It also tests your ability to identify growth opportunities. Firms such as McKinsey and BCG commonly use these cases, and when candidates practice growth cases they often work through five steps, with quantifying the growth target essential throughout.
- Digging up market expansion ideas for pet treats
- Sustainable growth through a professionalized market approach and organizational engagement program
Conclusion
Growth in these ten cases never came from doing more of everything. It came from finding the one constraint that mattered and removing it: fragmented brands suppressing TrueBlue’s valuation, unsalables quietly draining $2.7 million a year at P&G, a declining category hiding a 14-point share opportunity for Hartmann. The discipline is diagnostic before it is creative. Companies that skip the diagnosis buy activity; companies that start with it buy results.
Every business has a constraint it has stopped seeing. Contact Vivaldi, and we will help you find yours and put a number on what removing it is worth.
